The P&L was a quarterly event. Cashflow was always a surprise.
Kestrel Design & Engineering, Hyderabad
Vehicle dynamics and NVH engineering services for European OEMs
The P&L was a quarterly event. Cashflow was always a surprise.
Kestrel billed European clients in Euros and tracked revenue in a spreadsheet maintained by the Finance Manager. The P&L was closed once a quarter. Cashflow forecasting did not exist — the MD found out about a gap when the bank balance dropped. AOP targets were set in April and reviewed in March. Three invoices worth ₹42 lakhs went unpaid for over 90 days before anyone escalated them because nobody was watching the invoice ageing.
Finance is now a daily operational input, not a quarterly report.
The Finance module connected to Kestrel's Zoho Books instance and pulled live transaction data. The MD now sees P&L versus AOP every morning alongside the operational dashboard. The 14-week cashflow forecast flagged a gap six weeks before it would have appeared — enough time to accelerate two invoices and negotiate a payment milestone with a new client. Invoice ageing alerts at 30, 60, and 90 days eliminated the ₹42 lakh problem. In the first six months, average debtor days dropped from 74 to 41.
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